1. Building Human Resource Management Skills National Food Service Management Institute 1 Dealing with Conflict in the Workplace Objectives At the completion of this module, participants will be able to: Recognize how they handle conflict individually. Discuss the causes and value of conflict. List characteristics of conflict resolution styles. Identify most effective resolution mindset. Practice more effective skills for listening and building rapport.

2. Building Human Resource Management Skills National Food Service Management Institute 2 Dealing with Conflict in the Workplace Definitions Conflict- when one or both parties are not able to secure what they need or want and are actively seeking their own goals. Mental model- the way we think and consequently act about something. Mindsets or paradigms- our perspective based on the way we believe situations should be handled.

3. Building Human Resource Management Skills National Food Service Management Institute 3 Dealing with Conflict in the Workplace Personal Check-In: Response to Conflict

4. Building Human Resource Management Skills National Food Service Management Institute 4 Dealing with Conflict in the Workplace Icebreaker: Childhood Messages List the direct or subtle messages you were taught about conflict. 1. Which of these messages dominates how you feel about conflict today? 2. Which messages could you discard? 3. Which messages will you retain?

5. Building Human Resource Management Skills National Food Service Management Institute 5 Dealing with Conflict in the Workplace Assumptions about Conflict What can we assume about groups or conflict? Conflicts and disagreements will develop. Some conflicts can be minimized. There are some unavoidable conflicts that should not be suppressed or smoothed over. Resolution of conflict does not have to result in a win-lose situation.

6. Building Human Resource Management Skills National Food Service Management Institute 6 Dealing with Conflict in the Workplace Causes of Conflict Misunderstanding Personality clashes Competition for resources Authority issues Lack of cooperation Differences over methods or style Low performance Value or goal differences

7. Building Human Resource Management Skills National Food Service Management Institute 7 Dealing with Conflict in the Workplace The Value of Conflict Conflict is destructive when it: Diverts energy from more important issues and tasks. Deepens differences in values. Polarizes groups so that cooperation is reduced. Destroys the morale of people or reinforces poor self- concepts.

8. Building Human Resource Management Skills National Food Service Management Institute 8 Dealing with Conflict in the Workplace The Value of Conflict Conflict is constructive when it: Opens up issues of importance, resulting in issue clarification. Helps build cohesiveness as people learn more about each other. Causes reassessment by allowing for examination of procedures or actions. Increases individual involvement.

9. Building Human Resource Management Skills National Food Service Management Institute 9 Dealing with Conflict in the Workplace Assumptions about, Causes of and Value of Conflict

10. Building Human Resource Management Skills National Food Service Management Institute 10 Dealing with Conflict in the Workplace Assumptions about, Causes of and Value of Conflict

11. Building Human Resource Management Skills National Food Service Management Institute 11 Dealing with Conflict in the Workplace

12. Building Human Resource Management Skills National Food Service Management Institute 12 Dealing with Conflict in the Workplace

13. Building Human Resource Management Skills National Food Service Management Institute 13 Dealing with Conflict in the Workplace

14. Building Human Resource Management Skills National Food Service Management Institute 14 Dealing with Conflict in the Workplace

15. Building Human Resource Management Skills National Food Service Management Institute 15 Dealing with Conflict in the Workplace

16. Building Human Resource Management Skills National Food Service Management Institute 16 Dealing with Conflict in the Workplace Steps for Positive Resolution When the following conditions are in place, the likelihood of a positive resolution increases: Commitment to find a resolution that is mutually beneficial. Trust. Frame of mind that there is more than one way to look at the issues. Belief that a solution exists. Commitment to stay in the communication process.

17. Building Human Resource Management Skills National Food Service Management Institute 17 Dealing with Conflict in the Workplace Reality Practice: Case Study #1 Principal Wants Manager Wants Students Want New Alternative

18. Building Human Resource Management Skills National Food Service Management Institute 18 Dealing with Conflict in the Workplace Reality Practice: Case Study #2 Principal Wants Manager Wants Custodian Wants New Alternative

19. Building Human Resource Management Skills National Food Service Management Institute 19 Dealing with Conflict in the Workplace To Achieve Win/Win Results Gain participation from everyone involved in the conflict. State the reason to work on a solution. Have each party see the problem/situation from the other point of view. State what you want. Repeat what you hear.

20. Building Human Resource Management Skills National Food Service Management Institute 20 Dealing with Conflict in the Workplace To Achieve Win/Win Results Identify the key issues and concerns involved. Determine what results you would constitute a fully acceptable solution. –State what you WANT to happen when results have been achieved. –Include the results for you, for your relationships, and for jobs or task achievement. –Agree to work toward resolution and schedule a follow-up meeting.

21. Building Human Resource Management Skills National Food Service Management Institute 21 Dealing with Conflict in the Workplace Checking Out: Dealing with Conflict Worksheet Directions: Circle three techniques you often use to resolve conflict that do not work. Check one technique you will try to use more often. Avoid the person or subject Change the subject Try to understand the other person’s point of view Get another person to decide who is right Play the martyr Give in Apologize

22. Building Human Resource Management Skills National Food Service Management Institute 22 Dealing with Conflict in the Workplace Checking Out: Dealing with Conflict Worksheet Directions: Circle three techniques you often use to resolve conflict that do not work. Check one technique you will try to use more often. Try to identify specifically what you agree or disagree on Whine or complain to get your way Pretend to agree Admit that you are wrong, even if you do not believe you are Fight it out Turn the conflict into a joke Work toward a mutual solution